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Exploring online and offline interactions within the workplace collective /Fox, Steven, January 1900 (has links)
Thesis (Ph. D.)--University of Washington, 2007. / Vita. Includes bibliographical references (leaves 132-140).
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The pragmatics of feedback a study of mitigation in the supervisory discourse of TESOL teacher educators /Wajnryb, Ruth, January 1994 (has links)
Thesis (PhD)--Macquarie University, School of Education, 1994. / Includes bibliography.
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Kommunikasieversperrings tussen personeel en bestuursleiers in die skoolWienand, Marie Elizabeth 28 July 2014 (has links)
M.Ed. (Educational Management) / Please refer to full text to view abstract
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The experience of multi-cultural communication within a South African organizationLesch, Anthea M January 2000 (has links)
This research study was conducted in an attempt to explore the experience of multicultural communication within a South African organization. To this end employees, representing both Black and White culture, within a South African organization in the throes of transformation, were accessed. A model of managing diversity, focussing on the personal, interpersonal and organizational levels, was utilized in an attempt to uncover the nature of the experience of multi-cultural communication within Company X. A qualitative research design, and more specifically the case study method was employed in this study. Consistent with the case study approach a number of data sources were accessed. The primary data source consisted of a 3-stage interview process. Other data sources included documentary sources and company publications. By accessing multiple data sources, the researcher attempted to gain a holistic understanding of the experience of multi-cultural communication. It was found that the societal context of our post-Apartheid society exercises a profound influence on multi-cultural communication. Under Apartheid cultural separation was promoted. Diverse peoples thus have little common basis for interaction and view each other with skepticism and distrust. This exercises an effect on the personal and organizational levels of the managing diversity model. Influences at the personal level relate to the cultural paradigms of the individuals which provide the rules governing interactions and affect judgements of acceptable and unacceptable behaviours. Issues at the organizational level relate to its structures and policies which are still based on the “white is right ideology”. These issues, in turn, affect the interpersonal level of managing diversity, i.e., where the interactions occur, causing “communication short circuits” within the process of multi-cultural communication. In order to deal with failed multi-cultural communication, the individuals have developed a number of coping strategies. The results of the study indicate that both the organization and its employees share a responsibility for creating an environment that will facilitate effective multi-cultural communication.
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Employee Attitude Invariance: A Guide for Personnel PractitionersCohen, Robert A. 01 July 1979 (has links) (PDF)
No description available.
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The Relationship Between Role Conflict and Ambiguity and Types of Communication Moderated by Organization LevelOlsson, Charles A. 01 January 1986 (has links) (PDF)
No description available.
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An analysis of organizational communication of social welfare agencies: the influence of upward communication on job satisfaction in outreaching social work service.January 1994 (has links)
by Fung Cheung Tim. / Thesis (M.Phil.)--Chinese University of Hong Kong, 1994. / Includes bibliographical references (leaves 81-84). / Chapter Chapter I --- Introduction --- p.1-3 / Chapter Chapter II --- Rationale for the Study --- p.4-8 / Chapter Chapter III --- Literature Review / Communication and its Process in Organizations --- p.9-17 / The Concept of Organizational Communication --- p.20-24 / Upward Communication --- p.24-30 / Timeliness of Information --- p.30-31 / Organizational Communication Relationship --- p.31-34 / Job Satisfaction --- p.34-37 / The Relationship between Upward Communication and Job Satisfaction --- p.37-39 / Chapter Chapter IV --- Conceptual Framework --- p.40-44 / Chapter Chapter V --- Research Methodology / Sampling Design --- p.45-47 / Measuring Instruments --- p.47-53 / Method of Data Analysis --- p.53-55 / Chapter Chapter VI --- Findings / Characteristics of the Respondents --- p.56-57 / Job Satisfaction among Outreaching Social Workers in Hong Kong --- p.57-59 / "Upward Communication, Organizational Communication and Timeliness of Information Perceived by Outreaching Social Workers" --- p.59-61 / The Influence of Upward Communication on Job Satisfaction --- p.61-66 / The Association between Organizational Communication and Job Satisfaction: A Multiple Regression Analysis --- p.65-73 / Chapter Chapter VII --- Summary and Conclusion / Summary of Major Findings --- p.74-75 / Conclusion --- p.76-79 / Limitations of the Study --- p.80 / Bibliography --- p.8184 / Appendix A --- p.85 / Appendix B --- p.86-93
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Organizational injustice and its resistance using voice and silenceHarlos, Karen P. 05 1900 (has links)
This research is based on the premise that employees respond to dissatisfaction in
general and organizational injustice in particular in two primary ways: by speaking up and/or
by staying silent. This qualitative, theory-generating study examines the phenomenon of
organizational injustice (including its antecedents and consequences) and employees'
responses toward three research goals: 1) greater understanding of organizational injustice; 2)
greater conceptual consensus through concept development of voice and silence; 3) a process
model of organizational injustice, voice and silence. Also, new knowledge about voice and
silence is linked to organizational practice by examining the availability of various voice
systems and perceptions of their efficacy.
The research design is influenced by several organizational research streams, as well
as grounded theory and clinical methods. Thirty-two employees, each representing different
organizations and occupying both managerial/professional positions and clerical/line
positions participated in semi-structured, open-ended interviews in which they described 33
cases of workplace injustice. The interview design includes two methods: 1) a retrospective
critical incident technique to discuss a workplace experience which participants defined as
unjust; and 2) a projective exercise in which participants were asked to imagine that they
could speak with impunity to the person(s) involved or responsible for their perceived
injustice. Interview cases were supplemented by 30 archival cases of employees' voicing of
discontent through a government-sponsored voice system.
Significant results concerning the phenomenon of organizational injustice included
the introduction of a four-category typology which departs from traditional classifications
with its inclusion of interactional injustice (interpersonal mistreatment by a boss) as a distinct
category, the systematic delineation and description of interactional injustice according to
eight emergent behavioural dimensions, the identification of organizational antecedents to
workplace injustice according to four emergent groupings (i.e., structural, procedural, cultural
and global) and the identification of individual- and organizational-level consequences.
In addition, the concepts of voice and silence emerged as forms of resistance to
organizational injustice. Voice was found to encompass two distinct but related constructs:
formal and informal voice. Specific strategies by which participants resisted injustice were
identified for voice (formal and informal) and silence. A process model of voice and silence
in organizational injustice was also introduced.
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Organizational injustice and its resistance using voice and silenceHarlos, Karen P. 05 1900 (has links)
This research is based on the premise that employees respond to dissatisfaction in
general and organizational injustice in particular in two primary ways: by speaking up and/or
by staying silent. This qualitative, theory-generating study examines the phenomenon of
organizational injustice (including its antecedents and consequences) and employees'
responses toward three research goals: 1) greater understanding of organizational injustice; 2)
greater conceptual consensus through concept development of voice and silence; 3) a process
model of organizational injustice, voice and silence. Also, new knowledge about voice and
silence is linked to organizational practice by examining the availability of various voice
systems and perceptions of their efficacy.
The research design is influenced by several organizational research streams, as well
as grounded theory and clinical methods. Thirty-two employees, each representing different
organizations and occupying both managerial/professional positions and clerical/line
positions participated in semi-structured, open-ended interviews in which they described 33
cases of workplace injustice. The interview design includes two methods: 1) a retrospective
critical incident technique to discuss a workplace experience which participants defined as
unjust; and 2) a projective exercise in which participants were asked to imagine that they
could speak with impunity to the person(s) involved or responsible for their perceived
injustice. Interview cases were supplemented by 30 archival cases of employees' voicing of
discontent through a government-sponsored voice system.
Significant results concerning the phenomenon of organizational injustice included
the introduction of a four-category typology which departs from traditional classifications
with its inclusion of interactional injustice (interpersonal mistreatment by a boss) as a distinct
category, the systematic delineation and description of interactional injustice according to
eight emergent behavioural dimensions, the identification of organizational antecedents to
workplace injustice according to four emergent groupings (i.e., structural, procedural, cultural
and global) and the identification of individual- and organizational-level consequences.
In addition, the concepts of voice and silence emerged as forms of resistance to
organizational injustice. Voice was found to encompass two distinct but related constructs:
formal and informal voice. Specific strategies by which participants resisted injustice were
identified for voice (formal and informal) and silence. A process model of voice and silence
in organizational injustice was also introduced. / Business, Sauder School of / Graduate
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Relational dimensions, communication satisfaction, gender, and position in superior-subordinate compliance-gaining communicationJones, Gregory Thornton 01 January 1998 (has links)
This study examined the relationship of managers' relational messages with employees' communication satisfaction, as well as compliance-gaining requests and participants gender in superior-subordinate communication.
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